Professional Documents
Culture Documents
Group No:3
Himanshu Tiwari (29NMP32)
Itishree Verma (29NMP34)
Raman Sharma (29NMP65)
Anil Kardam (29NMP78)
Ashutosh erma (29NMP92)
Saswat S. Ota (29NMP93)
Indian Consumer Durables Industry (2015-
16)
India is expected to be Fifth largest Consumer durable market
in the world by 2025.
In 2015, revenue from consumer durables sector in India
stood at US$ 9.7 billion, which further increased to US$ 12.5
billion in FY16.
Expected to grow at CAGR of 13 per cent from FY05 to FY20.
Urban market share is 65 Percent of total revenue.
Govt policies of liberalization has favored FDI & policies such
as National Electronics Mission & Share
digitization of TV and
in the consumer durables market in India (FY16)
Electronics Park have boosted the growth
Rural, 35% .
Urban, 65%
Consumer Durables Advantage
India
FY FY
Demand growth is likely to Rural and semi-urban markets
2015 accelerate with rising currently contribute 35 per cent to 2016
Market total sales; their combined size is Market
size: disposable
set to post a CAGR of 25 per cent size:
incomes and easy access to
over 2010-15
USD9.5 credit USD12.5
billion Increasing electrification of Huge untapped rural market; billion
rural areas and wide usability of currently there is only 2 per cent
online
sales would also aid growth in penetration for refrigerators
and 5 per cent for washing
demand Advantag machines
e India
100 per cent FDI allowed
Increasing investments in the
Sector has attracted electronics hardware-
significant manufacturing
investments over the years sector under the automatic
(even route;
during the global downturn of Approval of 51 per cent in
2009-10) multi-
USD1 billion worth of brand would further fuel the
CONSUMER DURABLES
CONSUMER
DURABLES
Consumer Consumer
Electronics Appliances
(Brown (White
Goods) Goods)
Television Audio Air conditioner Refrigerator
System
Personal Washing Sewing
CD, DVD
Comput Machine Machine
er
Cleaning
Laptop Digital Electric Fans
Equipment
Camera
Other
Electronic Camcorder Microwav
Domestic
Accessorie e Ovens
Alliances
s
Downstrea
Upstream Internal
m
Limited Demand Warehouse
Visibility Driven Managemen
Product supply t
Variety Inventory Transportati
Global Managemen on
Sourcing t Managemen
Investment Reducing t
in Operating Customer
Technology Expenses Satisfaction
Production Small
Planning Retailer
Balance Scorecard
Recommendations
Customer Perspective
Maintain as high an order fill rate as possible.
Minimize the transit time.
Avoid any Back order.
Time, quality and flexibility relative to the cost to Customer.
Finance Perspective
Maintain faster cash to cash cycles.
Minimize COGS.
New value adding features along the supply chain.
Minimize Inbound logistics costs .
Business Process Perspective
Offer variety to its customers without lengthening the time .
Process improvements in time, quality and flexibility
Innovation and Learning Perspective
Information Flow Goal
Push final production as close to the customer as possible to prevent inventory
pile up and risk of obsolescence.
Trained service engineers to install and/or service products
Thanks